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Global HRO – Its Impact on ResourcingStrategies

RCE Global Recruitment ConferenceAmsterdam 11 – 13 November 2008

Paul MaxinGlobal Resourcing Director - Unilever

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Big global brands

13 “billion dollar brands”

Top 25 brands = ¾ of Unilever’s sales

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Progress to date

2007 Outsourced our recruitment processes in:UK, France, Netherlands, Germany, Italy, Nordics,

South Africa, North America, ANZ, Philippines,Singapore

2008/2009Transitioning in: Switzerland, Spain, Turkey, India and China

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Operating Framework

HR Shared Services forms a key part of the new HR OperatingFramework.

UnileverPeople

HRBusinessPartners

HR SharedServices

HR ExpertiseTeams

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Recruitment/Resourcing:Scope of Services

• Key areas retained by Unilever:• Career brand, resourcing strategy, talent planning• Assessment approach, and hiring decisions• End-to-end recruitment responsibility for countries with very low permanent

recruitment volume

• Key areas provided by Accenture:• WL3 and below permanent recruitment• End-to-end resourcing services• Recruiting technology deployment and management• Suppliers & Vendors services management

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Recruitment/Resourcing:Regional Delivery Centre (RDC) vs Local Delivery

Regional Delivery Centre:• Case Worker delivers -

Talent acquisition Initial screening Interview scheduling Offer administration Reference checking Onboarding logistics

Local Delivery:• Recruiting client service manager• Resourcing specialist:

Telephone interviewing Candidate shortlisting Vendor (3rd party) management

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Unilever:• Cost effective, globally consistent service• Detailed global reporting• Access to technology – Vurv 7.1

HR:• Policy adherence• Extensive reporting – helping guide policy and improve practices• On-line recruiting process• HR Business Partners freed up to provide a strategic service to their management

team Employees:

• On-line access to all internal opportunities• On-line application process• Regular communication on progress through the process

Line Managers:• Simple, intuitive, online recruitment system• Dedicated, available support• Real time information on progress

Recruitment/Resourcing:Benefits to Unilever

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Process• Whole recruitment process

managed by one on-line toolaccessed via the intranet

• Combine “high touch” localrecruiting expertise with “virtual”sourcing and administrativesupport

• Centralise sourcing ofcandidates, interview scheduling,pre-employment checks, offerfacilitation and otheradministrative processes

• Manage vendors to achieve bestvalue/agreed service levels, andreduce mutual administrativeburden

Technology• Implement Vurv 7.1 recruitment

system to enable workflow andself-service for recruiters,candidates, hiring managers andemployees

• Configure and maintainUnilever’s brand-compliantcareer web site and automatedlinks to online Job Boards

• Provide integration withPeopleSoft to drive operationalefficiency, data consistency andcompliance

• Provide online internal/externaljob application process

• Rollout of service followsPeopleSoft implementation andRDC go live

People• Provide Unilever with

dedicated team thatpossesses deep staffingservice delivery expertise

• Transition of a number ofexisting Unilever recruitingspecialists who understandUnilever’s unique needs towork with Accenture recruitingspecialists

• Transfer knowledge fromUnilever’s HR and BusinessUnit staff via highly structuredtransition process

• Recruitment services inEnglish French, German,Italian, Spanish, Mandarin,Dutch, Turkish

Recruitment/Resourcing:Solution Features

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Recruitment/Resourcing Process

Client

Candidate

Open Request

Review

Opportunity

Provide

Screening

Information

Participate in

Assessments

Offer PackageRun

Screening

Run

Assessments

Inputs /

Outputs

Resource

Plan

Define

requirements

Identify

Internal & /or

External

Candidates

Tier 2 -- Service Performance Metrics :

Time to Fill

Hiring Manager Satisfaction

Talent Acquisition

Attend

Orientation /

Initial Training

Accenture

HR

Services

Continuous Improvement

Participate in

Assessment s

Run Pre -

Employment

Checks

Complete On -

boarding

administration

Close Request

Reporting &

Analysis

Agree

candidates for

assessment

Agree finalised

offer list

Resource

PlanningSourcing Selecting Hiring On-boarding

Decide to

accept /decline

offer

Channel

Management

Market

Intelligence

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Deployment Approach

Design (17 weeks) Build (5 weeks) UAT (5 weeks) Model Office (2 weeks) Service Rehearsal Testing Production readiness

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Fit Compliance

• The goal of Fit/Compliance is too Identify and document all gapso Capture procedure variations for the countryo Educate local teams on Global Processes and the Statement of

Work (scope of service)

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Legal Statutory, Collective Bargaining or Regulatoryrequirements

Financial Reasonso Inclusive of cost of changes (e.g. systems), cost of delivering the service

or taxation issues. The business case will be considered at all times Proven national culture

o Any national culture exceptions will be checked to ensure that they applyto many companies in that country, rather than just Unilever. Areexpected to be limited, and will typically only apply at a LWI or LocalPolicy level Accepted e.g. Avoid reference check, team interviews Not Accepted Not using the performance management process by reason

of ‘Our culture does not provide feedback’

These are the reasons that ‘Gaps’ will be approved.For Gaps that don’t fit into these categories we will see what solutions

we can come up with to work together

Reasons for exceptions to Global Processes

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Definition of a Gap

Gap: a change/addition/subtraction from the Global Process ordefined scope that results in a difference in effort and/or cost tooutsource/run Example: -Conducting pre employment checks before verbal offer; the

global process defines this post verbal offer which impacts the SLA Facilitation of assessment centres Paper application processing where candidates drop paper CVs off at

sites LWI/Supporting Document change: low level detail variation that

has no effect on the business case Examples:

Blue collar workers not being required to be telephone interviewed Specific country legal documentation required to be brought to interview Additional party needs to be notified for new starters – update to the

stakeholders matrix

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Change Impact Assessment Sessions

The CIA sessions will be facilitated by the Local UnileverChange Lead with all workshop attendees followingFit/Compliance

It is natural for CIA to ride on Fit/Compliance, as you wouldnaturally consider the change impact of the processes as youwalk through them. If we were to separate the 2 sessions, wemay need to walk through the Global Processes all over againwhen we conduct CIA

The change impact assessment enables each country toidentify the impact of the new HR processes on key localaudiences and the change actions to address this impact

The output of the CIA will feed into how training andcommunication materials will need to be tailored by the localUL team

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The Regional Design Authority

• The Regional Design Authority is a joint authority withrepresentation from both Unilever and Accenture.

• The local country leads of both organisations have a responsibilityto present solutions and get agreement from the RDA

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Challenges

Restructuring of 7 countries to up-skill 18 recruiters 55 recruiters across 11 countries being retrained on

the global processes, sourcing methodologies, OL/behavioural-based interviewing to our capabilitiesand Cognos reporting

Detailed country-level action plans are beingactively tracked/addressed

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Challenges – SWAT Team

Outstanding Service Issues End to end recruitment process review Technology/Recruitment Tool Business Adoption

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